Women in Hospitality, Travel & Leisure 2020 Review - MBS Intelligence
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
MBS Intelligence Women in Hospitality, Travel & Leisure 2020 Review 2019 Edition: Collaborating to Achieve Diversity and Inclusion
Contents Welcome Tea Colaianni – Chair, WiH2020 4 Forewords Dame Cilla Snowball – Chair, Women’s Business Council 6 Kate Nicholls – CEO, UKHospitality 7 Executive Summary Elliott Goldstein – Partner, The MBS Group 8 The WiH2020 Charter 10 The numbers: diversity in the HTL sector Research and analysis by The MBS Group 12 Behind the numbers: trends, analysis and the voice of the sector Research by The MBS Group 20 WiH2020 Work Streams: collaboration in action Joanna Aunon – WiH2020 30 Views from the industry Jane Bentall - MD Haven Holidays, Bourne Leisure 38 Zoe Bowley - MD UK & Ireland, Pizza Express 40 Johan Lundgren – Group CEO, easyJet 42 Jillian Maclean – CEO, Drake & Morgan 44 Ann-marie Murphy – Director, People & Development, The Gym Group 46 Karin Sheppard – MD Europe, IHG 48 Phil Urban – Group CEO, Mitchells & Butlers 50 Moving the dial: turning good intentions into real progress on diversity and inclusion Jon Terry – Partner, PwC 52 Leading by example: 5 companies demonstrating commitment to diversity and inclusion Joanna Aunon and Jennifer Dutlow – WiH2020 60 A focus on hiring: a key driver of progress Elliott Goldstein – Partner, The MBS Group 66 Enabling work and family: emotional, cultural and practical steps Jennifer Liston-Smith – Director, My Family Care 72 Executive mentoring: bringing the outside in Jamie Wilson – MD Group Services, Criticaleye 74 Further reading 76 Acknowledgements 78 WiH2020 Masterclasses 79 About us 80
4
Welcome
T he WiH2020 (Women in Hospitality,
Travel and Leisure 2020) campaign
was launched at the end of 2017 to assess
Our 2019 report highlights that the progress
made so far is encouraging. The sector is
making great strides towards the target of
whether the sector would achieve the target 33% women in FTSE 350 leadership teams by
set by the Hampton-Alexander Review of 2020 and there are signs that momentum is
33% women in senior executive positions being built in a sustainable way, with gender
across FTSE350 companies. diversity amongst Direct Reports (into the
Executive Committee) looking particularly
The inaugural WiH2020 report published in promising right across the sector.
early 2018 highlighted that while companies
across hospitality, travel and leisure were However, it is also clear that there remains
making progress towards increasing gender a great deal of work to do. Over the last year,
representation at senior levels and identified the gap between companies performing
pockets of excellence, the industry faced well and those that still have a way to go has
some tough challenges ranging from widened. Despite an ever-increasing pool
operational barriers to an outdated cultural of female executives and non-executives to
mindset. The lack of role models and senior choose from, women occupy just 7% of the
influencers and the significant loss of talented CEO, CFO and Chair triumvirate in FTSE 350
women at middle management level were HTL businesses, and only 10.4% of CEO roles
also highlighted as key challenges. across the HTL sector are held by women.
It looks like this shortage of women in key
Since the launch of the 2018 report, the leadership roles is unlikely to change in
industry has come together with the aim the near term.
of making a real and lasting difference in
gender representation through the WiH2020 The spotlight has been on listed businesses
collaboration platform. Over 50 of the largest for a number of years now, so it is not
employers in the sector are meeting regularly surprising that FTSE companies in the sector
and sharing best practices, learning from have made strides towards greater gender
each other, identifying tangible actions for diversity. However, since our last report, the
collaboration and amplifying the impact of emergence of mandatory gender pay gap
individual initiatives. In 2018, we launched reporting has helped to ensure that the issue
the Diversity in HTL Charter and some of the is pushed up the agenda even for non-listed
largest employers in the sector have now businesses who have until now been under
signed up to the Charter. Many CEOs are less public scrutiny. Our research shows that,
making a personal commitment in relation while the number of women on Boards is
to the 10 action points listed in the Charter to lower for non-listed businesses, they compare
both their internal and external stakeholders well with the FTSE 250 for gender diversity
and I am hugely grateful for their support when it comes to their Executive Committees
and participation in the WiH2020 campaign. and Direct Reports.
For the first time, the 2019 Review has This collective momentum is starting to show
looked beyond gender and thrown light clear results and there is a real opportunity
on the lack of ethnic diversity amongst for companies in the Hospitality, Travel and
the sector’s senior leaders. BAME (black, Leisure sector to lead the way. I look forward
Asian and minority ethnic) talent is to more CEOs engaging with the WiH2020
significantly under-represented, with just campaign, signing the Diversity in HTL
1 in 33 leaders (Combined Board, ExCo Charter and joining the many collaboration
and Direct Reports) across the whole HTL initiatives we have planned for this year.
sector. This is an area WiH2020 will focus
on over the coming months. I would like to thank the Sponsors of this
Review - Jon Terry at PwC and Elliott
Change is happening. However, a sustained Goldstein at The MBS Group and their teams
and systematic focus is still required, - for their great support throughout the year,
especially on all aspects of recruitment, as well as a number of visionary CEOs and
development and retention. The progression Senior Leaders across the sector for their
of women remains a key objective, coupled time, encouragement and contribution.
with an emphasis on creating an environment
in which all talent can thrive, leadership
stereotypes are challenged and individuals
are valued for their skills and capabilities.
The 2019 report showcases some best in
class examples from the most progressive
organisations in the industry, as well as some
ground-breaking collaboration initiatives
where companies, working together under
the WiH2020 umbrella, are making a real
difference, such as the launch of the first
Tea Colaianni
Chair and Founder WiH2020
ever cross industry Returners Programme Diversity in Hospitality, Travel and Leisure
– Comeback to HTL – aimed at attracting
and supporting women returning from
a career break.
CHAPTER TITLE HERE
6
Forewords
D elivering a workplace fit for the 21st
Century, one which harnesses the power
and potential of women, is not only the
Female role models are key and we need
to see more of them filling top executive-
level roles within this sector. Our work on
right thing to do but is good for business. the Women’s Business Council has also
It is estimated that bridging the gender highlighted just how important it is for men
pay gap in work would add £150 billion to become the agents of change within their
to the UK economy by 20251 sector as well. Everyone has a role to play.
This is why the work of the WiH2020 Transparency is also key. The recent gender
campaign, with its ambition for 33% of pay gap reporting regulations are already
executive leadership positions being held playing a key role in highlighting gender
by women by 2020, is so vitally important. inequalities. The work of the WiH2020
campaign complements this drive for
It is great to see just how much progress transparency, supporting companies
has been made over the past year. in assessing where they are on this agenda
For the first time, there are no all-male and then begin to take action to resolve
FTSE 250 boards in the Hospitality, Travel any inequalities in the way their companies
and Leisure sector (HTL) and the number are governed.
of women on these boards has increased. The HTL sector in the UK must build on
Taking an average across the sector, the the momentum highlighted in this report
percentage of women among Direct Reports demonstrating that it is a world leader
to the executive committee has already on this agenda.
significantly surpassed the Hampton-
Alexander target of 33%. It is possible that
the same target could be reached regarding
the composition of executive committees
by the end of 2020, but this will require
a concerted, cross-industry effort.
However, the report also makes clear that
a step change is still required if the sector
is to improve its gender balance at CEO,
CFO and Chair levels. There is a large Dame Cilla Snowball
number of women entering the HTL sector Chair of The Women’s Business Council
at more junior grades, yet this is not reflected
within these senior executive roles.
1
McKinsey, ‘The Power of Parity: Advancing Women’s
Equality in the UK’ (2016)
7
T he hospitality sector is one of the most
diverse and exciting in the UK. We are
the 3rd largest private sector employer in the
and diversity in the sector. As part of this
pledge UKHospitality together with Odgers
Berndtson, Elliotts and BT Sport have set up
country, providing employment for 3.2 million the first industry-wide mentoring initiative
people, which is double the number which was launched at the BT Tower in
in financial services. Hospitality businesses London in October. The initiative aims to help
spend £10 billion on capital each year in female managers working in hospitality and
local communities around the UK. The sector leisure to break through into senior executive
creates £130 billion in economic activity, and board level roles.
more than the automotive, pharmaceutical
and aeronautical sectors combined. We are also very pleased to throw our full
Our businesses also pay £39 billion in taxes, weight behind the Women in Hospitality
providing vital funds for national and local Travel and Leisure 2020 initiative, which
public services. will help us achieve the goal of 33%
representation by the end of next year. This
The number of people employed in will be a crucial foundation for achieving
hospitality is huge and one of our great even further progress in the years to come.
strengths is that we recruit from every Diversity and inclusivity is one of the sector’s
region of the UK across a wide spectrum. key strengths, allowing us to draw from
The industry is open to anyone, regardless of collective experience and wisdom, and is
age, gender or socio-economic background. something we should look to encourage.
We pride ourselves on offering opportunities The Women in Hospitality Travel and Leisure
irrespective of background, and provide 2020 initiative is a fantastic way to ensure that
career opportunities and training across hospitality continues to provide women with
a wide and dynamic range of vocations. opportunities at the highest level which will,
in turn, ensure that businesses are in a better
Hospitality businesses already offer a wealth position to offer even more.
of opportunities, but there is certainly more
we can, and should, be doing. Female
representation in the hospitality, leisure and
tourism sectors at an executive level is still
not good enough. Like UKHospitality’s recent
foodservice management report, this year’s
WiH2020 review shows there are pockets of
improvement and brightspots in the data –
but there is also some way to go.
Diversity at a senior level can only be a good Kate Nicholls
thing, not just in hospitality, and there are CEO UKHospitality
promising signs that we are heading in the
right direction. UKHospitality is committed
to promoting diversity in the sector and to
help facilitate that, we are a key signatory
of the Diversity in Hospitality, Travel and
Leisure Charter. The Charter commits us to
a ten-point action plan to promote inclusivity
Executive Summary
BY ELLIOTT GOLDSTEIN –
PARTNER, THE MBS GROUP T he MBS Group has been championing
diversity in the Hospitality, Travel &
Leisure (HTL) sectors for over thirty years,
so we were delighted to be asked to join
BUILDING ON MOMENTUM forces with the WiH2020 initiative and PwC
THROUGH COLLABORATION to provide the research for this report.
AND A RENEWED FOCUS Over the last few months, we have spoken
with the CEOs, Chairs or HR Directors of
over 100 of the most significant businesses
across HTL to understand the true picture
of diversity in our sectors and to capture
examples of practices being implemented
to achieve greater diversity.
Positively, our research shows that the sector
is making great strides towards the Hampton-
Alexander target of 33% women in FTSE 350
leadership teams by the end of 2020 – the
target the WiH2020 organisation was formed
to help the industry achieve:
• Women now make up 23.6% of leaders
in Boards across our sectors
• Larger FTSE businesses have made the
best progress: for FTSE 100 businesses
in our sector, 32.2% of Board positions
are now held by women
• Non-listed businesses have further to go;
just 18.2% of Board members are women
9
Digging beneath these headline figures are some particularly encouraging signs. Within the
FTSE 250, diversity has risen by more than 2% since 2018 in 3 out of 4 measures:
% WOMEN CHANGE SINCE 2018 COMPARED TO CROSS-
SECTOR AVERAGE
FTSE 100 board 32.2% Up 3.4% 2% above
FTSE 100 combined ExCo
28.0% Up 2.3% 1% above
& direct reports
FTSE 250 board 22.4% Up 2.6% 2.5% below
FTSE 250 combined ExCo
27.8% Down 0.5% 2.9% above
& direct reports
Most positively, when you look beyond just FTSE listed HTL businesses, there is a ground-swell
of female talent now operating at the level beneath Board. Indeed, over 37% of Direct Reports
(into the Executive Committee) of non-listed businesses are now women.
HTL AS A WHOLE HTL FTSE 350 HTL NON-LISTED
Board 23.6% 25.1% 18.2%
ExCo 25.4% 19.7% 28.0%
Direct Reports to EXCO 35.9% 35.4% 37.4%
In our interviews across the sector, we Virtually all companies in the sector need to
were very pleased to hear how serious make significant progress in one metric or
many companies in the HTL sector are at another. In particular, the industry as a whole
developing and retaining female talent – has a severe lack of women in key leadership
and some of the investments they are making positions. Women occupy just 7% of the key
to achieve this. The above data suggests that CEO, CFO and Chair leadership positions in
many of these initiatives are starting to bear FTSE 350 HTL companies – and that number
fruit – and certainly bodes well for the future looks set to remain stubbornly low in the
of our sector. years ahead.
However, it is also clear there remains a great As part of this report, we have also looked
deal of work to do. While some companies at the status of ethnic diversity within our
are advancing the gender diversity agenda sector. This was by no means an easy task –
very effectively, the overall figures provide and not something that has been reported
cover for a small number of companies who on before – because most companies do not
are lagging behind. Over the last year, the hold accurate data on ethnicity. Our research
gap between companies performing well paints a truly abysmal picture – with just
on gender diversity and those that aren’t, has 1 in 33 of the leaders in our sectors coming
widened – and from our interviews with these from a BAME (black, Asian, minority ethnic)
companies, it is clear that advancing female background (noting, 1 in 8 people of working
talent isn’t a serious agenda item for many age in the UK are BAME).
of their leaders.
10
Since the inaugural Women in Hospitality,
Travel and Leisure report was published last
The Diversity in Hospitality,
year, mandatory gender pay gap reporting Travel & Leisure (HTL)
has pushed gender diversity higher up Charter
the agenda – particularly for non-listed
companies that were previously largely In early 2018, WiH2020 launched the Diversity
shielded from public scrutiny. The potential in HTL Charter. The Charter sets out 10 action
of ethnic pay gap reporting, currently being points companies are asked to commit to.
consulted on, could well produce a similar No specific targets were set as we recognise
effect. As our sector edges towards achieving that each company is on a unique journey,
its diversity goals in gender, it is clear there with some being at the early stages of their
is still a huge amount to do to achieve ethnic Diversity and Inclusion journey and others
diversity at a leadership level. being well advanced.
All of this serves as a reminder of the need The Charter encourages companies to set
for the industry to come together and their own objectives and priorities, whatever
collaborate to find sector-wide solutions they may be, in the D&I space: gender,
to diversity challenges. Over the last 18 LGBT+, age, ethnic minorities, disability etc.
months, under Tea Colaianni’s passionate Making a public commitment to the Diversity
and committed leadership, over 50 and Inclusion agenda removes optionality:
companies have come together under the once you have committed publicly to the
WiH2020 umbrella to share, learn from each Charter you have to take action.
other, join resources to work on tangible
Importantly, the Charter encourages
initiatives aimed at making long-lasting
companies to share best practice, collaborate
impact in terms of diversity and inclusion.
on joint initiatives and participate in industry-
The work carried out by the industry for wide surveys and projects coordinated
the industry is innovative and humbling by WiH2020.
as organisations have agreed this is not
The companies that have signed the
an area where they should compete against
Diversity in HTL Charter to date have proudly
each other. They have realised that it makes
announced their commitment to progressing
business sense to collaborate for the good
the D&I agenda to their stakeholders, and
of the industry and enhance the attractiveness
are actively engaged in learning, sharing and
of the sector to a wide talent pool.
collaborating to move the D&I dial not just
To make real progress in diversity and for themselves, but for the good of the whole
inclusion, businesses need to elevate the Hospitality, Travel and Leisure industry. To find
issue onto the CEO’s agenda and align out more about how to support the WiH2020
the D&I strategy to the fundamentals of campaign and to sign the Diversity in HTL
the business. In this report, PwC’s Jon Terry Charter, please visit www.wih2020.com.
outlines how businesses can turn good
intentions into practical progress.
The HTL sector can rightly be proud of
the genuine progress it has made to date.
But now is not a time to get complacent.
We have been buoyed by a groundswell
of progress running through the sector.
Hopefully, this will act as motivation for
us all to redouble our efforts and build
on the good work already done.THE CHARTER
We ask that companies signing
up to The Diversity in HTL Charter
commit to a 10 point action plan.
1 My company will have a diversity
and inclusion strategy
2 My company will review the
strategy and progress towards
it annually
3 My company will set its own
diversity goals, aligned to
its strategy
4 I will include diversity in my
personal objectives, aligned
to the company’s strategy
5 My company will review
people policies and processes
(for all staff) to promote
an inclusive culture
6 I will support the progression
of women into senior roles by
focusing on the executive and
the mid-tier level pipeline
7 My company will publish our
Gender Pay Gap annually, and
will include an explanation as
to the causes and actions to
address the issues, in order
to promote transparency
8 My company will actively
contribute to the Diversity in HTL
Charter programme and provide
constructive feedback
9 My company will take part
in Diversity in HTL relevant
surveys and research initiatives
10 My company commits to work
collaboratively with others to
tackle barriers to diversity12
The numbers
RESEARCH AND ANALYSIS
BY THE MBS GROUP O ver the last few months, The MBS Group
has conducted extensive research to
understand what progress is being made
by the Hospitality, Travel and Leisure (HTL)
DIVERSITY IN THE HTL SECTOR sector towards greater gender diversity.
In line with WiH2020’s mission, we are
seeking to understand how the sector is
performing against the targets laid down
in the Hampton-Alexander Review – that is
a 33% target for women on boards and in
leadership teams of FTSE 350 companies by
2020 – and beyond. We have collected data
from over 120 companies of scale across all
sub-sectors, as well as interviewing over 100
CEOs, Chairs and HR Directors to get under
the skin of the issues affecting progress. We
have also taken a deeper dive into the FTSE
350 HTL companies that are included in the
latest Hampton-Alexander Review, released
in November 2018, to understand how the
sector is performing versus its peer group.
Over the next few pages, we outline some
of the most interesting data, while in the
following chapter we delve into some of
the key themes that emerged from our
conversations.13
The Headlines
HTL SECTOR AS A WHOLE
36 %
25.4%
%
.6
.4 %
23
35
NO
1
N-L
IES
8.
ISTE
PAN
2
%
28
D HT
COM
%
19.7 %
L COM
L
FTSE 350 HT
37.4
25.1%
PANIES
%
% WOMEN
Board Executive Committee Direct Reports (into the Executive Committee) 33% Target
HIGHLIGHTS
39%
FEMALE FTSE
36%
FEMALE DIRECT FEMALE SIDs
5 0
ALL-MALE
350 HTL NEDs REPORTS ACROSS FTSE 350 FTSE 350 HTL
(EXCLUDING ACROSS THE HTL BUSINESSES BOARDS
CHAIRS) SECTOR
REQUIRING IMPROVEMENT
7%
OF FTSE
11%
OF NON-LISTED
0%
OF FTSE 350
1 in 33 HTL LEADERS
CEOs ARE CEOS ARE CHAIRS ARE FROM A BAME
WOMEN WOMEN WOMEN BACKGROUND
THE NUMBERS14
KEY RESEARCH HIGHLIGHTS One, but not done?
The latest Hampton-Alexander Review has
called out ‘one and done’ companies – that
11%
OF CEOS ARE
6.8%
OF CHAIRS
is businesses with just one woman on their
Board – who are dragging down overall
WOMEN ARE WOMEN progress. We have identified seven FTSE 250
HTL companies as being ‘one and done’.
However, it is worth noting five of those seven
FTSE 350 HTL COMPANIES companies have either already hit the 33%
level for Combined ExCo and Direct Reports
or they are on target to do so by the end of
2020, highlighting the different challenges
7%
OF CEOS ARE
0%
OF CHAIRS
87%
ALL-MALE
individual companies face.
LEADERSHIP
WOMEN ARE WOMEN TRIUMVIRATE
(CEO, CFO, CHAIR) Outside of the FTSE 350 index, the ‘one
and done’ label applies to 8 companies.
However, of these 8 companies with only
1 female board member, 5 have hit (and in
some cases, far surpassed) the 33% target
COMMENTARY for either their Executive Committee or Direct
Reports population. This reinforces the point
THERE IS A SEVERE LACK OF WOMEN IN
that companies have different approaches
KEY LEADERSHIP ROLES ACROSS THE HTL
SECTOR. THIS IS TRUE OF BOTH NON-LISTED
to diversity, investing in different parts
AND FTSE 350 COMPANIES. of the talent pipeline.
WHILE THE OVERALL TRENDS FOR DIVERSITY
AT BOARD AND IN SENIOR LEADERSHIP ROLES
ARE IMPROVING, THIS IS NOT REFLECTED
IN THE KEY ROLES OF CEO, CHAIR AND CFO
WHERE PROGRESS HAS BEEN POOR.
THE PROBLEM IS NOT UNIQUE TO THE HTL
SECTOR. THE LATEST HAMPTON-ALEXANDER
REVIEW, PUBLISHED IN NOVEMBER 2018,
HIGHLIGHTED IT AS A PERVASIVE ISSUE THAT
NEEDS TO BE BETTER UNDERSTOOD ON
A CROSS-SECTOR BASIS.15
NON-LISTED VS FTSE COMPANIES
At company level, it is clear most companies have work to do on at least one key metric –
whether that’s on their board or in their leadership teams.
Non-listed companies: how the composition of each level of leadership compares
with the 33% target
BOARDS EXECUTIVE DIRECT FTSE 350 HTL: OVERVIEW
COMMITTEES REPORTS OF PROGRESS
Already at or above target Already at or above target Already at or above target Already at or above target for
Board and combined Executive
Not yet at target Not yet at target Not yet at target Committee + Direct Reports
Are on target to reach 33% in both
categories by the end of 2020
For non-listed businesses, more than half of companies are above the
Requires step change
33% threshold for Direct Reports, while over 40% have reached it on to reach target
the Executive Committee. A third of relevant non-listed businesses
have already reached the target at Board level. Across the FTSE 350
HTL, three companies have already achieved the 33% target across the
key measures highlighted in the Hampton-Alexander Review – both
Boards and Combined ExCo/Direct Reports. A further three appear to
be at least on target to do so by the end of 2020. This means that 62.5%
of FTSE 100 HTL and 85% of FTSE 250 HTL companies require a step
change in diversity in at least one category (Board or Combined ExCo
and Direct Reports) to achieve the 33% target by the end of 2020.
OVERVIEW OF NON-LISTED COMPANIES
COMMENTARY
40%
1. IN NON-LISTED COMPANIES, GENDER
DIVERSITY AT BOARD LEVEL LAGS BEHIND
PLCS. THIS REFLECTS THE REALITY THAT
30% THE MAKE-UP OF NON-LISTED BUSINESSES
OFTEN PROVIDE FEWER STRUCTURED
OPPORTUNITIES FOR ‘OUTSIDERS’ TO BE
APPOINTED TO THE BOARD, PARTICULARLY
% of women
20% IN PRIVATE EQUITY-BACKED AND FOUNDER-
LED OR FAMILY-OWNED COMPANIES
2. HISTORICALLY, NON-LISTED BUSINESSES
10% HAVE BEEN SUBJECTED TO LESS PUBLIC
SCRUTINY, MEANING THERE HAS BEEN
LESS OF AN IMPETUS FOR CHANGE
3. THERE HAS BEEN SIGNIFICANT PROGRESS
0%
Boards ExCo Direct Reports
IN THE POPULATION OF DIRECT REPORTS
INTO THE EXECUTIVE COMMITTEE,
WHICH OBVIOUSLY BODES WELL
FOR THE FUTUREY
THE NUMBERS16
FTSE 100
WOMEN ON FTSE 100 BOARDS WOMEN ON FTSE 100 EXCO + DRS
40% 40%
30% 30%
20% 20%
10% 10%
0% 0%
2016 2017 2018 2017 2018
FTSE 100 HTL FTSE 100 INDEX FTSE 100 HTL FTSE 100 INDEX
COMMENTARY
1. HTL COMPANIES IN THE FTSE 100 ARE 3. AT BOARD LEVEL, THE HTL SECTOR HAS
OUTPERFORMING THE INDEX AS A WHOLE VERY NEARLY REACHED THE 33% TARGET
ACROSS BOTH KEY METRICS (BOARD AND ALREADY, WHILE IT IS ON COURSE TO DO SO
COMBINED EXCO AND DIRECT REPORTS) FOR COMBINED EXCO AND DIRECT REPORTS
2. FTSE 100 HTL COMPANIES ARE UP 4. FOLLOWING HIGH PROFILE ATTENTION ON
YEAR-ON-YEAR IN TERMS OF BOARD THE INDEX OVER A SUSTAINED PERIOD, THE
AND COMBINED EXECUTIVE COMMITTEE FTSE 100 COMPANIES IN THE SECTOR ARE
AND DIRECT REPORTS GENERALLY THE BEST PERFORMING OVERALL17
Tracking progress at company level
WOMEN ON FTSE 100 BOARDS WOMEN ON FTSE 100 EXCO + DRS
2016 2017
2017 2018
2018 0% 20% 40% 60% 80% 100%
Below target On target At target
0% 20% 40% 60% 80% 100%
Below target On target At target
A number of FTSE 100 HTL companies have made significant progress in recent years.
Nearly two-thirds have already hit the target of 33% women on boards in the latest
Hampton-Alexander Review – up from a quarter in 2016. However, there is a widening gap
between those who are performing well and those who are not. Those remaining companies
are currently not set to reach the target by the end of 2020, unless they see a significant
step change in the make up of their boards.
A similar picture emerges amongst the combined Executive Committee and Direct Report
communities in the FTSE 100.
HAMPTON-ALEXANDER REVIEW COMPANY BY COMPANY - FTSE 100
FTSE 100 HTL % WOMEN ON BOARDS % WOMEN ON EXCO +
Carnival 27.3% 17.9%
Compass Group 27.3% 33.3%
Easyjet 33.3% 34.3%
GVC Holdings 22.2% 25.3%
Intercontinental Hotels Group 36.4% 37.2%
International Consolidated Airlines Group 33.3% 22.0%
Just Eat 22.2% 26.9%
Paddy Power Betfair 22.2% 26.3%
TUI AG 33.3% 23.0%
Whitbread 44.4% 30.2%
Below target On target At target Source: Hampton-Alexander Review (November 2018)
THE NUMBERS18
FTSE 250
WOMEN ON FTSE 250 BOARDS WOMEN ON FTSE 250 EXCO + DRS
30% 30%
20% 20%
10% 10%
0% 0%
2016 2017 2018 2017 2018
FTSE 250 HTL FTSE 250 INDEX FTSE 250 HTL FTSE 250 INDEX
COMMENTARY
1. COMPARED TO THE FTSE 250 AS A WHOLE, 3. A STEP CHANGE WILL BE REQUIRED FOR FTSE
HTL COMPANIES ARE LAGGING BEHIND 250 HTL COMPANIES TO HIT THE 33% BOARD
THE AVERAGE FOR FEMALE BOARD TARGET BY THE END OF 2020
REPRESENTATION, BUT ARE AHEAD FOR
4. THE HAMPTON-ALEXANDER 33% TARGET FOR
COMBINED EXCO AND DIRECT REPORTS
COMBINED EXCO AND DIRECT REPORTS WAS
2. FTSE 250 HTL COMPANIES HAVE MADE ONLY EXTENDED TO THE FTSE 250 IN 2017.
PROGRESS ON WOMEN ON BOARDS, UP 2.6% THE FTSE 250 HTL AVERAGE IS VERY NEARLY
SINCE LAST YEAR; THE PERCENTAGE OF WITHIN THE ‘ON TARGET’ RANGE TO MEET THE
COMBINED EXCO AND DIRECT REPORTS HAS TARGET, BUT STEADY PROGRESS WILL BE
FALLEN SLIGHTLY, THOUGH THIS IS IN PART NEEDED OVER THE NEXT TWO YEARS
DUE TO DIFFERENT COMPANIES LEAVING
AND JOINING THE FTSE 250 INDEX
TRACKING PROGRESS AT COMPANY LEVEL
WOMEN ON FTSE 250 BOARDS WOMEN ON FTSE 250 EXCO + DRS
2016 2017
2017 2018
2018 0% 20% 40% 60% 80% 100%
All-male Below target On target At target
0% 20% 40% 60% 80% 100%
All-male Below target On target At target
For the first year, there are now no all-male FTSE 250 HTL Boards. However, the vast majority
of companies (71.4%) are below target and the percentage of companies On or At Target
has fallen this year. A healthier picture emerges for ExCo/DRs with 45% companies
On or At Target, but this has fallen from 53.3% last year.19
HAMPTON-ALEXANDER REVIEW COMPANY BY COMPANY - FTSE 250
FTSE 250 HTL % WOMEN ON BOARDS % WOMEN ON EXCO +
888 Holdings 16.7% 26.7%
Cineworld Group 33.3% 40.9%
Domino’s Pizza Group 14.3% 31.6%
EI Group 28.6% New to Index
FirstGroup 22.2% 21.7%
Go Ahead Group 28.6% 26.6%
Greene King 14.3% 28.3%
Greggs 42.9% 31%
Merlin Entertainments 44.4% 24.7%
Millennium & Copthorne Hotels 11.1% 29.5%
Mitchells & Butlers 9.1% 42.4%
National Express Group 16.7% 29%
On The Beach 20% 48.5%
Playtech 25% 17.1%
SSP Group 14.3% 24.1%
Stagecoach Group 20% 15.4%
The Rank Group 11.1% 27.5%
Thomas Cook Group 36.4% 28.2%
Wetherspoon (J.D.) 37.5% 29.6%
William Hill 25% 26%
Wizz Air Holdings 20% 11.8%
Below target On target At target Source: Hampton-Alexander Review (November 2018)
THE NUMBERS20
Behind the numbers
RESEARCH BY THE MBS GROUP
Turnover and appointment
rates: the outlook for future
TRENDS, ANALYSIS AND progress
THE VOICE OF THE SECTOR
T he Hampton-Alexander Review points
to two key drivers of progress in gender
diversity: the turnover rate of roles and the
Through the last quarter of 2018,
The MBS Group conducted appointment rate of women. It’s a simple
interviews with over 100 CEOs, fact that for gender diversity to increase, it
Chairs or HR Directors at can only happen when men are replaced by
companies of scale across the women or women are appointed into newly-
Hospitality, Travel and Leisure created roles.
sectors. Key themes that emerged
For some companies, this means there
during our conversations include
are opportunities galore with a number of
the outlook for future progress,
existing senior male leaders set to retire in
the need to elevate the diversity
the coming years and a strong pipeline of
agenda to the Board agenda
female talent coming through behind them.
and progress in operations.
We also explored some of the For other companies, the opportunities
nuances different companies to drive significant change in the next few
face, including ones borne out years could be few and far between. For
of company culture and the instance, one pub company we interviewed
way businesses are structured. reported that their predominantly male
Finally, we look beyond gender to regional leaders were unlikely to move on
uncover the lack of ethnic diversity in the immediate future and in fact the size
among the sector’s senior leaders. of that population had just been reduced
through a restructure.
To better understand the outlook for future
change, we analysed the key roles on
the Boards of HTL companies, where the
shortage of women is particularly acute.21
NEDS CHAIRS
M/F SPLIT IN FTSE 350 M/F SPLIT IN FTSE 350
HTL BUSINESSES 2018 HTL BUSINESSES 2018
Women % Men % Women % Men %
Starting with the positive news, the fastest Despite the increasing number of women
pace of change can be found amongst in non-executive positions, the number
the Non-Executive Director community. of female Chairs remains stubbornly low.
When you exclude Chairs, women already Amongst the FTSE 350 HTL companies there
make up 39% of NEDs across FTSE 350 are no female Chairs, while across the index
HTL companies. The UK Corporate as a whole there are only 22 (6%).
Governance Code recommends a normal
term limit of six years for non-executives Over the last five years, the average
and our analysis shows that nearly 42% appointment rate for female Chairs
of the current NED population will reach across the FTSE 350 has been 7%, with
six years by the end of 2020. 14 appointments in total over the period.
Assuming the same churn rate, even if every
Over the last five years, the appointment other Chair appointment in the HTL sector
rate for women into NED positions in the between now and the end of 2020 was
HTL industry was 40%, across an average a woman, the percentage of female Chairs
of 27 appointments a year. Excitingly for the would still fall well short of 33% – in fact it,
future, there is an ever-increasing pool of would be less than 10%.
available female non-executives to ensure
momentum is carried through, although There are some female Chairs across the
they may have very different experiences wider HTL sector – for example Debbie
and backgrounds compared to their male Hewitt at The Restaurant Group, which
counterparts. Two-thirds of the current pool dropped out of the FTSE 350 in 2018,
of FTSE 350 HTL NEDs had no prior sector Karen Jones who was appointed Executive
experience – and there are now 814 female Chair at Prezzo last year, and Penny
NEDs across the FTSE 350 as a whole. Hughes CBE, the Chair of FTSE SmallCap
business The Gym Group – but it is clear
The evidence of progress amongst the NED the percentage is very low.
population is encouraging. Across the FTSE
350 HTL companies at least, the 33% target
has already been comfortably surpassed,
and there is strong momentum for this to
continue to rise. However, a more concerning
picture emerges when you consider the key
triumvirate of leadership roles: the CEO,
CFO and Chair.
BEHIND THE NUMBERS22
FEMALE CHAIR TRAJECTORY FTSE 350 CHAIRS WITH
PREVIOUS EXPERIENCE
40%
30%
20%
10%
No previous experience Previous experience
0%
2018 2018.5 2019 2019.5 2020 Ultimately, more needs to be done to
Target 5 year trajectory 33% appointment rate
understand why so few Chairs are women.
This is an issue that extends beyond our
50% appointment rate
sectors, so looking for candidates outside is
unlikely to be an avenue for driving progress.
Our research shows that of the FTSE 350
HTL Chairs appointed over the last five
years, just one of them did not have prior CEOs
Chair experience. If we are to see a step M/F SPLIT IN FTSE 350
change in the number of women chairing HTL BUSINESSES 2018
companies across the sector, businesses will
need to be bolder about hiring first-time
Chairs. Companies and senior female leaders
should also be looking at other ways ‘Chair’
experience can be developed, whether
that’s through chairing Board committees,
Joint Ventures or the like.
The role of the Senior Independent Director
is often seen as a stepping stone to taking
on a Chair role. Since the last WiH2020
review, there has been no increase in Women % Men %
the number of female SIDs in the sector.
Disappointingly, in the same time frame, At 7%, the number of female CEOs of listed
none of these women have been appointed businesses in the HTL sector compares
to Chair positions. In fact, when Dawn Airey favourably to the FTSE 350 as a whole,
steps back from her SID role on the Board where just 12 CEOs are women.
of Thomas Cook in April 2019, the number
will actually fall.23
CEO TRAJECTORY
CFOs
40% M/F SPLIT IN FTSE 350
HTL BUSINESSES 2018
30%
20%
10%
Women % Men %
0%
2018 2018.5 2019 2019.5 2020
Amongst the CFO population, the outlook is
Target 5 year trajectory 33% appointment rate a little more positive. Currently 13.8% of FTSE
50% appointment rate 350 HTL CFOs are women and if the trends
of the last five years continue, that number
could rise to 17.9% by the end of 2020.
However, the reality shows just how
If every other CFO appointment between
vulnerable the statistics are for CEOs.
now and the end of 2020 was a woman,
It is ultimately a very small population,
the number could even rise above 28%.
and so even individual changes can have
quite a dramatic effect on the overall figures.
For example, when Simon Smith formally
succeeds Kate Swann as Group CEO of
SSP after she steps down on 31 May 2019,
assuming all else remains the same, the
percentage of female CEOs will drop to
3.8% across the FTSE 350 HTL.
Looking outside of the FTSE index, there
is a slightly larger pool of female CEOs
in non-listed businesses in the sector,
totalling 11%.
BEHIND THE NUMBERS24
Likewise, outside the larger businesses,
Leading from the top where CEOs, NEDs and investors are
In this report, PwC’s Jon Terry outlines the positively interested in diversity, too few are
need for companies to build diversity into proactively driving the agenda or providing
the business fundamentals – including the Board-level oversight it requires.
through alignment with business strategy and Meanwhile, the topic is largely not a priority
providing clear direction, ownership and tone for private equity investors, and therefore
from the top – to turn good intentions into their portfolio companies.
real progress. Our interviews demonstrated a
However, over the last year, mandatory
clear need to elevate diversity onto the CEO
gender pay gap reporting has ensured
and Board’s agenda if we are to see the step
the topic is on the agenda in a way it has
change in progress required.
not been before for non-listed businesses.
Resources are limited in the sector. High
As the 2020 target looms ever closer, our
labour costs, changing consumer habits
research shows that lots of companies can
and economic pressures mean the corporate
point to bright spots in their gender diversity
centres of HTL businesses are often much
performance, but equally very few companies
leaner than in other sectors. Illustrating the
have achieved universally good results.
point, one of the largest businesses in our
sector explained to us that their budget All companies need to do more to improve
is less than a tenth of what an equivalent gender diversity in the key leadership
business in financial services would allocate positions in particular - with 87% of FTSE 350
to tackling diversity. HTL companies having an all-male leadership
triumvirate of CEO, CFO and Chair.
Nonetheless, outside of the largest listed
businesses, few companies we spoke to To make real and lasting change,
were able to point to a coordinated Diversity the diversity agenda must be elevated
& Inclusion strategy and it was clear that to the most senior level.
in most companies the diversity agenda
is still being driven by the HR Director –
some of whom do not sit on the ExCo. Driving innovation
Particularly in smaller companies, a few of
in operations
the CEOs we engaged with in this process The operational nature of the Hospitality,
took a defensive tone and automatically Travel & Leisure sector is an obvious
referred us to their HR Director for the roadblock to gender diversity. Indeed,
conversation. For too many companies, last year’s edition of this report highlighted
diversity continues to be seen as an this as one of the key reasons why gender
important issue, but one that necessarily diversity has been held back in the sector.
takes the back seat to day-to-day commercial
priorities – rather than one that presents We therefore delved into the topic
a long-term commercial opportunity. during our in-depth conversations with
over 100 companies to see the current
situation – and we were left encouraged by
the proactive and innovative approaches
many companies are taking.25
Women in operations – being flexible Operations preventing further progress
out in the field
We know operations is a fundamental aspect
As one CEO observed, the nature of of the business model for most parts of the
our sector makes diversity very difficult. HTL sector, and that there is a lack of women
Operational roles can cover large geographic in operational leadership roles. So, is a
areas and inevitably require significant travel. lack of operational experience preventing
A relentless ‘always on’ culture pervades women from progressing to the most senior
seven days a week, 365 days a year. More leadership roles in HTL businesses?
than most industries, the HTL sector is alive -
often most active, in fact - at unsociable hours. Our research shows that nearly two-thirds
of current FTSE 350 CEOs in the HTL
It is unsurprising, therefore, that HTL finds sector have prior operational experience,
it difficult to attract and retain female talent while across the wider HTL sector, the split
within operations – particularly those with is slightly closer to 50:50.
young families and women returners, for
whom the work-life balance is so important.
CEOS WITH PRIOR OPERATIONAL
This undoubtedly continues to be an area EXPERIENCE
of the industry that needs to be tackled FTSE 350 HTL CEOs
if we’re to achieve greater gender parity HTL CEOs
in the HTL sectors - as one HRD put it,
‘the real challenge is in ops’. For those
companies that do have a strong pipeline
of female operational leaders, the challenge
is not losing them.
However, we were encouraged to hear
about promising green shoots of progress
as companies look at ways of innovating
in ops. The first step for many companies
Yes No Yes No
is tackling the premise of an ‘always on’
culture. As one HRD asked, ‘large parts
of our industry are built on part-time workers, While previous operational experience isn’t
so why can’t we have part-time managers?’ an essential prerequisite for CEOs in the
sector, it is clearly a distinct advantage.
For example, one large pub group is
piloting flexible working by introducing Recognising that fact, as well as tackling
a call centre and buddy system to some of the fundamental reasons behind
provide more centralised support out the shortage of women in operations,
of hours, while another hotel chain is a number of companies are also finding
considering adapting General Manager ways to cycle high-potential leaders in and
roles to cover two sites as a small step out of the operations function to broaden
to gaining early multi-site experience. their experience.
The challenge is not to give part-time
managers fewer sites to oversee, but to
provide better backup and find different
ways to split responsibilities.
BEHIND THE NUMBERS26
Ironically, one theme that emerged in our
Culture and change research is the idea that success in gender
While progress is being made on gender diversity can sometimes be a blocker to
diversity, we know there is a way to go. further progress. Where organisations already
One of the most important elements is have women in key leadership positions,
cultural change. A number of HTL sectors this can sometimes mean diversity is
have large workforces working in functions de-prioritised on the agenda.
that have traditionally been heavily male
For some in the sector, there is an additional
dominated and are still, to some extent,
layer of complexity that can impede progress:
seen as ‘jobs for the boys’.
trade unions. Particularly in Travel, some
Sources we spoke to pointed to functions companies report that it is difficult to drive
such as engineering, airline pilots, train change and adapt working practices that
drivers and cruise ship sailors. Even the could boost diversity due to resistance from
newest disruptive tech-based businesses, trade unions who are nervous of opening
for example in travel and gaming, face the door to other changes. It is notable, for
a similar challenge, with poor gender example, that more success has been had
diversity in the technology-centric functions. in improving gender diversity amongst bus
drivers – seen as a less political environment
Some parts of our industry are also seen – when compared to train drivers.
as being particularly ‘tough’ – especially
those that form part of the night time Interestingly, we carried out a quick analysis
economy where the work can be challenging of the National Executive Committees
and confrontational. Clearly women can across a sample of trade unions representing
thrive in such environments at least as our sectors, where we found that just 15%
well as men, but some HRDs we spoke to of their committee members are women.
wondered what impact it had on the relative
attractiveness of a career path in the sector.
For example, it was pointed out that a pub
manager in London can earn a very healthy
salary of £45k – but are there easier ways
of earning that in other sectors?
The HRD of one company described
their business as a small, nimble and
entrepreneurial organisation – something
that is often attributed to the HTL sector as
a whole – and yet they felt that they had not
been creative enough in tackling diversity
in the same way they might deal with other
business challenges.27
Previous MBS research has shown that fewer
Shining the light on than 10% of senior investment positions
invisible companies at private equity firms are held by women.2
Speaking to PE investors for this report,
From caravan parks to airlines, regional
we found that positive noises about gender
to global and online to multi-site, the HTL
diversity are not being translated into real
sector is broad. The diversity issues we
action. Instead, funds remain singularly
face are similarly nuanced.
focused on the investment cycle.
Airlines, for example, are tackling an acute
The very nature of private equity means
shortage of female pilots, where 95% of the
critical hires in portfolio companies tend
UK pilot population are men, while online
to be made over a concentrated period of
businesses are struggling to attract female
time and at pace. In other words, they are
technology leaders.1 For global businesses,
largely based on who is available at the
diversity and inclusion itself is a more
time and comes with proven experience.
complex issue with differing and sometimes
Longer-term succession planning and people
competing objectives in different parts
development does not tend to be high on
of the world.
the agenda, particularly in smaller companies.
These differences show that there is no one-
Furthermore, with such a gender divide
size-fits-all solution to improving diversity
in the investment community, it is inevitable
in the HTL sector. But it also provides
that private equity-backed companies will
opportunities to collaborate and seek
struggle to improve gender diversity on
out best practice in adjacent industries.
the Board with relatively few seats going
Public companies have been in the spotlight to independent non-executives.
for a number of years, but there is now ever
While the headline figures are important,
greater pressure on non-listed businesses
it can also be intimidating for companies
– not least from the implementation
that are behind on their diversity agenda
of mandatory pay gap reporting.
looking for somewhere to start. This is
In particular, many of the more ‘invisible’ why initiatives like WiH2020 are so useful,
company structures – such as founder-led or providing opportunities for collaboration
family-owned – have not faced much scrutiny and making small steps in the right direction.
in the past. Private equity-backed businesses
are also yet to fall under the spotlight
in a significant way.
1
British Airline Pilots’ Association (BALPA) Media
Centre, ‘Pilots’ association says gender shouldn’t
be a barrier to becoming a pilot’ (March 2018)
2
The MBS Group, ‘The Case for Gender Diversity
in Private Equity’ (February 2018)
BEHIND THE NUMBERS28
Do we also need to focus on ethnic diversity?
From the Davies Report to the Hampton- That pressure has already delivered real
Alexander Review, and the 30% Club change with gender diversity on FTSE 100
to mandatory pay gap reporting, gender Boards up from 12.5% in 2011 to over 30%
diversity has been under sustained scrutiny today, though of course there remains
for a period of over eight years now. a great deal of work to do.3
MCGREGOR-
SMITH BAME MCGREGOR- BAME HTL
WORKING AGE SMITH BAME BAME HTL BAME HTL BAME HTL DIRECT
POPULATION LEADERS LEADERSHIP BOARD EXCO REPORTS
1 in 8 1 in 16 1 in 33 1 in 56 1 in 50 1 in 27
12.5% 6.25% 3% 1.8% 2% 3.75%
of race in the workplace – for example,
the struggles that ambitious BAME people
face in securing opportunities to use their
talents. The report concludes by emphasizing
the need for employers to take action with
regards to inclusive leadership, opening a
dialogue with employees, and investigating
the relationship between ethnicity and pay.
Baroness Ruby
McGregor-Smith CBE
The McGregor-Smith Review of Race in
the Workplace (2017), presents both the A ROADMAP
business and moral case for developing Black, TO SUCCESS:
Asian and Minority Ethnic (BAME) talent in
the workplace. The fundamental right of 1 Gather data
every individual to fulfil their potential in
the workplace has been accepted for some 2 Take accountability
time, yet employers’ verbal commitments
to racial inequality have yielded few results. 3 Raise awareness
The McGregor-Smith Review aims to spur 4 Examine recruitment
employers (especially PLCs) into action
by highlighting the economic benefit of 5 Change processes
embracing racial/ethnic diversity. Indeed, the
BEIS Analysis from 2016 estimated that the 6 Government support
British economy could receive a £24bn lift
from the full utilization of BAME talent.
The Baroness’s independent review received 3
The Hampton-Alexander Review, 'FTSE women
a follow-up report in 2018, which produced leaders. Improving gender balance in FTSE
an insight into BAME employees’ experience Leadership' (November 2018)29
The ethnic diversity data presents a bleak 3. Opportunities in franchising
picture – and one that we suspect is better
According to figures from the British
than the reality. Many companies were
Franchising Association * around 80%
unable to provide us with accurate data on
of franchisees describe themselves as white
ethnic diversity, as they simply don’t know it
British, suggesting that ethnic diversity
themselves. With the potential of mandatory
is more advanced in franchise businesses than
ethnicity pay gap reporting on the horizon,
in corporate management teams.4 Is there an
we discussed the issue of ethnic diversity in
opportunity to recruit better from within the
detail with leaders in our sector. Some of the
franchise base?
key themes that emerged are laid out below:
4. International
1. What gets measured gets done
Anecdotally, we found that the more
Phase one in the McGregor-Smith Review’s
international businesses we spoke to –
Roadmap to Success is to gather data.
particularly those with exposure to the US
As we know, ‘what gets measured gets
market – tended to be more advanced on the
done’, and our interviews showed that
ethnic diversity agenda. Diversity objectives
most HTL companies simply don’t have the
are more complex in these businesses, with
data to drive the necessary change. Some
different aims in different markets, but these
companies were unclear on the legal issues
companies are able to learn from successes
of holding such data, while others have an
in other territories.
incomplete picture – for example, data is
missing for long-standing employees, or 5. Local demographics
those who have chosen not to disclose their
ethnicity. In some of our interviews we found While many HTL businesses’ leadership teams
a reluctance to discuss the issue for leaders don’t reflect national diversity figures, several
who don’t have a real handle on the issue. reported that their head offices reflected the
The first step must be to really understand local population from which their employees
the scale of the problem. are drawn. One company saw diversity reduce
significantly when it moved its head office
2. Role Modelling and the relative from West London to the City of London. The
attractiveness of the sector prevalence of head offices based in areas that
tend to have a less diverse local population
Last year, Business in the Community (BITC)
potentially suppresses the availability of senior
unveiled its 2018 Best Employers for Race list.
diverse talent to draw on in leadership roles.
Amongst the 70 companies identified, the HTL
sector was conspicuous by its absence. This
mirrored a sense amongst our interviewees
that the sector is perhaps seen as less
attractive than others where action taken on
ethnic diversity has been more visible – such
as professional services, financial services and
the public sector. In some of our sub-sectors,
there was a sense that the serving of alcohol
is also a factor in making our sector less
attractive to certain religious groups.
Another CEO in the sector described their
customer base as being predominantly
‘White British’, which was therefore 4
Elite Franchise Magazine, ‘Why diversity matters
for franchises’ (March 2016). Available at: http://
reflected in their workforce. elitefranchisemagazine.co.uk/people/item/why-
diversity-matters-for-franchises
BEHIND THE NUMBERSWiH2020 Work Streams:
collaboration in action
BY JOANNA AUNON – WiH2020 As highlighted in the ‘Leading by example’
section of this 2019 report, there are pockets
of great practice from individual companies,
BY THE INDUSTRY, mainly from the FTSE 250 and above.
FOR THE INDUSTRY However, meaningful progress across the
sector will remain minimal and slow unless
organisations are able and willing to work
together and share from their learnings for
T he publication of the first the benefit of the wider industry.
WiH2020 report in 2018
One of the WiH2020 priorities in 2018 was
provided a never before seen
therefore to actively address the highlighted
sector-wide insight into the
barriers to success through the creation
barriers and opportunities that
of the five work streams below within the
exist to progress women to the
WiH2020 HR Leaders steering group:
very highest levels within the
industry. Key themes that arose 1. Data metrics & measurement
included the need for companies
to view Diversity and Inclusion as 2. Talent pools
a business-critical issue and be
able to measure their performance 3. Cross-industry mentoring
against clear metrics. The report 4. Best practice
also identified the need for a more
effective and innovative approach 5. Women returner programme
to finding and developing talented
women, either internally or from The purpose of the work streams is to
other industries, to fuel a pipeline identify tangible solutions and output that
to the most senior positions. could be adapted and used across the
The lack of support for women sector regardless of the organisation’s size
returning from career breaks was or where they are in their Diversity and
also cited as a reason for the Inclusion journey. Critically any solutions or
dearth of women at the Executive recommendations would take into account
and Board level. the operational and resource challenges
our industry faces.31
In summary, all of the solutions would be We were very aware that as a cross section
created by the industry for the industry. of the sector we were all at different places
Below is an overview of each work stream of evolution on our diversity journey. Rather
by the leaders of each group. than being a disadvantage this enabled
those with a less well-developed, approach
Over twenty companies from across the to learn from other members in the group.
sector are now actively involved with the work Regardless of our evolution, the similarity
streams. Collaborating with other companies of the challenges experienced provided
from across the sector has proven to be an an opportunity for validation of the issues
enlightening and rewarding experience for we are all trying to address.
each of the organisations involved. Most
importantly, the groups have come together Given the essential need to ensure that
to produce the beginnings of robust tools work on diversity must be very relevant to
and resources that can soon be used across individual organisations, we were careful
the sector to support organisations in moving not to prescribe specific solutions, rather
the dial forward far more quickly than if the providing a framework and options that
industry continued to work in silos. others can take from to develop and meet
their own business needs.
In this chapter, the work stream leaders give
an overview of each group and describe We have a detailed paper which outlines
examples of some of the outputs that have overarching principles in defining data,
been created. The resources detailed will be potential data and metrics to include, top
available on the WiH2020 website in 2019. tips on building a dashboard, as well as
target setting. The paper demonstrates
that core data will enable an organisation
Data metrics to make some clear decisions around
& measurement priorities, risks and goals on their Diversity
& Inclusion approach.
Many organisations will bemoan the lack
of information and their system capability
to provide comprehensive and reliable data.
Catherine Taylor This itself tells a story of a risk or a goal
Stream Leader, Group People to improve, however there is wider data
Director, Marston’s available that is a measure of an organisation
and will help to demonstrate a “state of
The remit of the group was to assess the the nation” and should form the basis of a
data underpinning the diversity challenges company’s D&I focus and resulting strategy.
within our organisations, specifically defining Examples of the data to collect are shown
useful data around talent pools and pipelines overleaf, a full overview of recommendations
and defining a dashboard of metrics that will be available on the resources section on
will generate relevant insight. Related to this the WiH2020 website.
were also measures of success, including
how an organisation can use the data
already generated by relevant governance
requirements to move the dial forward.
The shared commitment to the topic has
provided both ideas and energy for tackling
such an important area.
WiH2020 WORK STREAMSYou can also read
